Linking transformational leadership to nurses' extra-role performance: the mediating role of self-efficacy and work engagement
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Otros documentos de la autoría: Martinez, Isabel M.; Salanova, Marisa; Lorente Prieto, Laura; Chambel, Maria José
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http://dx.doi.org/10.1111/j.1365-2648.2011.05652.x |
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Título
Linking transformational leadership to nurses' extra-role performance: the mediating role of self-efficacy and work engagementFecha de publicación
2011-10Editor
© Blackwell Publishing LtdISSN
0309-2402Tipo de documento
info:eu-repo/semantics/articleVersión de la editorial
http://onlinelibrary.wiley.com/doi/10.1111/j.1365-2648.2011.05652.x/abstractVersión
info:eu-repo/semantics/publishedVersionPalabras clave / Materias
Resumen
Aims. This paper is a report of a social cognitive theory-guided study about the link between supervisors’ transformational leadership and staff nurses’ extra-role performance as mediated by nurse self-efficacy and ... [+]
Aims. This paper is a report of a social cognitive theory-guided study about the link between supervisors’ transformational leadership and staff nurses’ extra-role performance as mediated by nurse self-efficacy and work engagement.
Background. Past research has acknowledged the positive influence that transformational leaders have on employee (extra-role) performance. However, less is known about the psychological mechanisms that may explain the links between transformational leaders and extra-role performance, which encompasses behaviours that are not considered formal job requirements, but which facilitate the smooth functioning of the organization as a social system.
Methods. Seventeen supervisors evaluated nurses’ extra-role performance, the data generating a sample consisting of 280 dyads. The nurses worked in different health services in a large Portuguese hospital and the participation rate was 76·9% for nurses and 100% for supervisors. Data were collected during 2009. A theory-driven model of the relationships between transformation leadership, self-efficacy, work engagement and nurses’ extra-role performance was tested using Structural Equation Modelling.
Results. Data analysis revealed a full mediation model in which transformational leadership explained extra-role performance through self-efficacy and work engagement. A direct relationship between transformational leadership and work engagement was also found.
Conclusion. Nurses’ supervisors with a transformational leadership style enhance different ‘extra-role’ performance in nurses and this increases hospital efficacy. They do so by establishing a sense of self-efficacy but also by amplifying their levels of engagement in the workplace. [-]
Publicado en
Journal of Advanced Nursing (Oct. 2011) vol. 67, no. 10, p. 2079–2292Derechos de acceso
http://rightsstatements.org/vocab/CNE/1.0/
info:eu-repo/semantics/restrictedAccess
info:eu-repo/semantics/restrictedAccess
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